Empirical Study On The Ralationship Between Challenge Stressoe—Hindrance Stressor And The Counterproductivity Behavior

The behavior of the staff has a very important influence on the performance and the stability of the enterprise. In the workplace, the behavior of the staff includes not only the OCB, like helping behavior, organizational compliance;but also the CWB, like workplace deviance, withdrawal. Recent years, along with the high rates of counterproductivity behavior in workplace, which can cause serious consequences and losses to the enterprise and the staff, the academic community has gradually focused on the research to find the impact factors of counterproductivity behavior. Foreign scholars have carried out a lot of research on the counterproductivity behavior from different perspectives, and they also carried out some relevant models, while the domestic research on the counterproductivity behavior is lagging behind. The previous studies on the work stress and the counterproductivity behavior largely refered to the relationship between some special work stresses and the counterproductivity behavior, such as interpersonal relationship, or just use some theory analysis to explain the relationship between them, few scholars tried to explore the relationship between challenge stressor—hindrance stressor and the counterproductivity behavior from the perspective of the two-dimensional structure of the work stress. It is very important to explore the relationship between work stress and employee’s work behaviors, especially in the moment that work stress has become an important part of the staff working situation.In this paper, through collecting and studying a large number of literatures, we clearly defined the concepts and the structure dimensions of the challenge stressor—hindrance stressor 、the organizational support and the counterproductivity behavior. Then, based on the theory of transaction and resource conservation, the paper tried to explore the relationship between work stress and the counterproductivity behavior, at the same time, the paper also explored the mediating effct of the organizational support in them. Based on this,the paper put forward some relevant research hypotheses, and build a theoretical model. In the empirical analysis, we chose some enterprise staff, largely from Qingdao and Dongying, as tstees, asking them to answer the questionnaire to collect data, in order to verify the authenticity of the research hypothesis. The results show that:(1) The challenge stressor has negative effect on the counterproductivity behavior, that is, the higher level of challenge stressor will weaken the counterproductivity behavior of employees in a certain degree; the hindrance stressor has a positive effect on the counterproductivity behavior of employees, that is, the higher level of hindrance stressor will increase employee’s counterproductivity behavior.(2) The challenge stressor—hindrance stressor has a significant effect on the organizational support: the challenging stressor forward predict the organizational support, while the hindrance stressor negative predict the organizational support.(3) The organizational support has negative effect on employees’ counterproductiveity behavior, that is, the more organizational support employees perceive, the less counterproductivity behavior of the employees will appear.(4) The organizational support has mediating effect between the challenge stressor—hindrance stessor and the counterproductivity behavior, that is, the challenge stressor—hindrance stressor can not only directly effect the counterproductivity behavior, but also can have effects through the organizational support.Finally, according to the results of the empirical research, the paper puts forward some practical management suggestions, like taking pertinency stress management, creating a respected corporate culture, and enhancing employees’ perception of organizational support.